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Senior manager entered the role of a software developer and performs poorly
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TL;DR: Company co-founder wants to do some 'real work' but does more harm than good.
The company is a software house based in UK, has some ~20 employees, makes stable profits, pays well and offers excellent working conditions (friendly atmosphere, benefits, etc.).
They hired me 3 months ago to start a new, ambitious and long-term project. Currently there are total of 3 people involved in the project: one more specialist and one senior manager (co-founder of the company). There are no manager roles - we all do the 'real work' and we are all equal (e.g. decisions are made by voting).
The problem is that co-founder is not a proficient programmer. He might have been once, but probably lost traction over the years of not working as a software dev. He happily discusses things of low importance (e.g. coding style) but when it comes to coding he makes terrible mistakes. I'm tired double-checking every piece of his work.
I cannot complain about him as a person (e.g. he shows no signs of rudeness, jealousy, etc.), he just lacks skills. That's why I usually fix his bugs secretly during merges, but I suspect that this is not a right solution for longer term.
Given that I'm obviously NOT in position to advise him how should I proceed? Should I talk to him? Or better let it go and wait for disaster? If that matters, we are talking about a narrowly specialized area of software development and the guy in question is about 10 years older than me. He is also a CS graduate.
professionalism software-industry manager
asked 9 mins ago
e630182
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up vote
2
down vote
favorite
TL;DR: Company co-founder wants to do some 'real work' but does more harm than good.
The company is a software house based in UK, has some ~20 employees, makes stable profits, pays well and offers excellent working conditions (friendly atmosphere, benefits, etc.).
They hired me 3 months ago to start a new, ambitious and long-term project. Currently there are total of 3 people involved in the project: one more specialist and one senior manager (co-founder of the company). There are no manager roles - we all do the 'real work' and we are all equal (e.g. decisions are made by voting).
The problem is that co-founder is not a proficient programmer. He might have been once, but probably lost traction over the years of not working as a software dev. He happily discusses things of low importance (e.g. coding style) but when it comes to coding he makes terrible mistakes. I'm tired double-checking every piece of his work.
I cannot complain about him as a person (e.g. he shows no signs of rudeness, jealousy, etc.), he just lacks skills. That's why I usually fix his bugs secretly during merges, but I suspect that this is not a right solution for longer term.
Given that I'm obviously NOT in position to advise him how should I proceed? Should I talk to him? Or better let it go and wait for disaster? If that matters, we are talking about a narrowly specialized area of software development and the guy in question is about 10 years older than me. He is also a CS graduate.
professionalism software-industry manager
asked 9 mins ago
e630182
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
add a comment |Â
up vote
2
down vote
favorite
up vote
2
down vote
favorite
TL;DR: Company co-founder wants to do some 'real work' but does more harm than good.
The company is a software house based in UK, has some ~20 employees, makes stable profits, pays well and offers excellent working conditions (friendly atmosphere, benefits, etc.).
They hired me 3 months ago to start a new, ambitious and long-term project. Currently there are total of 3 people involved in the project: one more specialist and one senior manager (co-founder of the company). There are no manager roles - we all do the 'real work' and we are all equal (e.g. decisions are made by voting).
The problem is that co-founder is not a proficient programmer. He might have been once, but probably lost traction over the years of not working as a software dev. He happily discusses things of low importance (e.g. coding style) but when it comes to coding he makes terrible mistakes. I'm tired double-checking every piece of his work.
I cannot complain about him as a person (e.g. he shows no signs of rudeness, jealousy, etc.), he just lacks skills. That's why I usually fix his bugs secretly during merges, but I suspect that this is not a right solution for longer term.
Given that I'm obviously NOT in position to advise him how should I proceed? Should I talk to him? Or better let it go and wait for disaster? If that matters, we are talking about a narrowly specialized area of software development and the guy in question is about 10 years older than me. He is also a CS graduate.
professionalism software-industry manager
asked 9 mins ago
e630182
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
TL;DR: Company co-founder wants to do some 'real work' but does more harm than good.
The company is a software house based in UK, has some ~20 employees, makes stable profits, pays well and offers excellent working conditions (friendly atmosphere, benefits, etc.).
They hired me 3 months ago to start a new, ambitious and long-term project. Currently there are total of 3 people involved in the project: one more specialist and one senior manager (co-founder of the company). There are no manager roles - we all do the 'real work' and we are all equal (e.g. decisions are made by voting).
The problem is that co-founder is not a proficient programmer. He might have been once, but probably lost traction over the years of not working as a software dev. He happily discusses things of low importance (e.g. coding style) but when it comes to coding he makes terrible mistakes. I'm tired double-checking every piece of his work.
I cannot complain about him as a person (e.g. he shows no signs of rudeness, jealousy, etc.), he just lacks skills. That's why I usually fix his bugs secretly during merges, but I suspect that this is not a right solution for longer term.
Given that I'm obviously NOT in position to advise him how should I proceed? Should I talk to him? Or better let it go and wait for disaster? If that matters, we are talking about a narrowly specialized area of software development and the guy in question is about 10 years older than me. He is also a CS graduate.
professionalism software-industry manager
professionalism software-industry manager
asked 9 mins ago
e630182
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 9 mins ago
e630182
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 9 mins ago
e630182
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 9 mins ago
e630182
112
asked 9 mins ago
e630182
112
112
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
New contributor
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
e630182 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
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e630182 is a new contributor. Be nice, and check out our Code of Conduct.
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